Chapter 4 Managing Systems Projects PDF

FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS GOAL Systems planning is the first phase of the systems How Project Management works: de...

FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS GOAL Systems planning is the first phase of the systems How Project Management works: development life cycle. Effective information systems analyzation of process, illustration of help an organization support its business processes, carry examples, and how does it help the organization success. out its mission, and serve its stakeholders. Identifying techniques, work breakdown In connection with this, Managing Systems Projectis structures, task patterns, and critical also the major factor of successful Project Management. paths. Different various scheduling tools: GANTT CHART & PERTT CHART Discuss Project risk management. ELEMENTS: Overview of Project Management Yellow highlight: main concept Building construction and systems development projects both need careful Pink highlights: important to note management and monitoring. Green highlights: subtopics/ subcategories 1Projectmanagement for IT professionals includes planning, scheduling, Blue highlights: Additional monitoring and controlling, and reporting on information system information development. WHAT SHAPES A 2PROJECT? o A successful project must be completed on time, within 1 Project management - is the budget, and deliver a quality product that satisfies users application of processes, methods, and meets requirements. Project management skills, knowledge and experience techniques can be used throughout the SDLC. to achieve specific project o System developers can initiate a formal project as early objectives according to the project as the preliminary investigation stage, or later on, as acceptance criteria within agreed analysis, design, and implementation activities occur. parameters You must o Sometimes you have to decide what is most important. choose the two 2 Project – temporary & unique The same concept applies to systems development, you really need. where the factors include budget limits, time endeavor that aims to achieve constraints, and quality standards specific objectives. 3SDLC (System Development However, if Life Cycle) – conceptual model one factor used in project management that changes, describes stages involved in an IS adjustments development. must be made 4Triple Constraints: Budget limits, to keep things time, and quality in balance.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A 3 Project Manager What Does a 3Project Manager Do? or Project leader. the project manager is responsible for defining, Whether a project involves a new office building or an information system, planning, and making good leadership is essential. In addition to the project manager, largest changes to the project, projects have a 4project coordinator. working with the contributing teams Project managers typically perform four activities, or functions: planning, scheduling, monitoring, and reporting. 4 project coordinator 1. Project planning- includes identifying all project tasks and estimating the o handles administrative responsibilities for the team completion time and cost of each. and negotiates with users 2. Project scheduling - involves the creation of a specific timetable, usually who might have conflicting in the form of 5charts, 6task dependencies, and 7critical tasks that might requirements or want delay the project. Also involves selecting and staffing the project team and changes that would require assigning specific tasks to team members. additional time or expense. 3. Project monitoring requires guiding, supervising, and coordinating the o involved in the day-to-day operations of their assigned project team’s workload also, monitor the progress, evaluate the results, projects. and take corrective action when necessary to control the project and stay on target. 5charts – either GANNT or 4. Project reporting includes regular progress reports to management, users, PERT/CPM chart and the project team itself. 6task dependencies - cannot PROJECT ACTIVITIES AND PLANNING STEPS perform one task without doing the other first. Each activity is part of a 7critical tasks – tasks that larger framework, which includes three key steps in cannot be delayed without project planning: affecting the project finish date. 8task group – group of task Create a work breakdown structure. Identify task patterns. Calculate the critical path. A work breakdown structure (WBS) involves breaking a project down into a series of smaller tasks. 2 PRIMARY CHART TYPES: 1. GANNT Chart - is a horizontal bar chart that represents a set of tasks. - can simplify a complex project by combining several activities into a task group 2. PERT/CPM chart - Program Evaluation Review Technique (PERT)/CRITICAL PATH METHOD - is a bottom-up technique, because it analyzes a large, complex project as a series of individual tasks.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A GANNT CHART VS. PERTT CHART What Is a PERT/CPM Chart? (Continuation) What Is a Gantt Chart? were developed almost 100 years ago by Henry L. Gantt, a mechanical engineer and management consultant. https://www.investopedia.com/terms/p/pert-chart.asp uses circles or rectangles called nodes to represent events or milestones in a project. These nodes are connected by lines that indicates different tasks and their The position of the bar shows the planned starting and dependencies. ending time of each task, and the length of the bar indicates its duration. At around the same time, private industry On vertical array are the different task to be done. developed the Critical Path Method (CPM) to On the horizontal axis, time can be shown as elapsed time fulfill similar project management requirements. from a fixed starting point, or as actual calendar dates. CPM is a technique used to determine the essential tasks for project completion. In project NOTE: Gantt charts can present an overview of the project’s management, the critical path refers to the status, but they do not provide enough detailed information, longest series of activities that must be completed which is necessary when managing a complex project. on a given schedule to accomplish the entire What Is a PERT/CPM Chart? project. The distinction between the two methods The Program Evaluation Review Technique (PERT) was has faded over time, and the technique is now developed by the U.S. Navy in 1950s to handle highly referred to as either PERT, CPM, or complex projects, like building nuclear submarines. PERT/CPM. A PERT chart is a visual representation of a project’s timeline that shows all the tasks needed to complete it. Steps on how to create a PERT chart: Furthermore, it helps managers to assess the time and 1. Identify all the project tasks involved and resources required for project management. estimate the time required for each task to perform. 2. Figure out the logical sequence of tasks. This involves considering dependencies, where some tasks can only start after others are completed, and identifying tasks that can be done simultaneously. 3. Once you have the tasks, their durations, An example of a PERT chart, which Microsoft calls a and the sequence, you can determine the network diagram. project’s total time and identify critical tasks.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Identifying Tasks in a Work Breakdown Structure  A work breakdown structure must clearly identify each task and include an estimated duration. Which Type of Chart Is Better?  To track the progress, using a questionnaire requires a series of tasks and events. The relationship between Although a Gantt chart is helpful for getting a quick overview of the tasks and the events, or milestones, that serve as the project and can show the task patterns and flows, PERT the start and end of each task is shown in this figure. charts can provide more detailed information and better for DOCUMENT VERSION scheduling, monitoring, and managing the actual work. First, reserve the meeting room. Then order the marketing materials and brief the managers. After the briefings, send out Here are some reasons why PERT charts are useful: customer e-mails and burn sample DVDs. When the e-mails are sent and the DVDs are ready, load the new software. When the The entire project can be planned out on a calendar, marketing materials have arrived and the software is ready, do a which a project manager can use to convert task start and dress rehearsal. finish times into specific dates. HIGHLIGHTED VERSION First, reserve the meeting room. Then order the marketing The project manager can then compare what ought to be materials and brief the managers. After the briefings, send out happening with what actually is and take appropriate customer e-mails and burn sample DVDs. When the e-mails are action on any particular day. sent and the DVDs are ready, load the new software. When the marketing materials have arrived and the software is ready, do a A PERT chart also shows intricate task linkages and dress rehearsal. patterns. A manager who is working to address urgent BULLETED FORMAT difficulties will find this information useful. reserve the meeting room order the marketing materials and brief the managers Note: PERT and Gantt charts are not mutually exclusive send out customer e-mails and burn sample DVDs load the new software techniques, and project managers frequently utilize both do a dress rehearsal methods in their work. The three versions show how to https://lucidspark.com/blog/PER transform a task statement into a list of specific tasks for a work breakdown structure. 9Task – is any work that has a beginning and an end and requires the use of company resources such as people, time, or money. - schedules, and monitors — so they should be relatively small and manageable. 10Event- or milestone, is a recognizable reference point that you can use to monitor progress 11 predecessor refers to a task that must be completed before another task can begin.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Task Description Duration Predecessor If you tried to manage a project as No. (Days) Tasks one large task, it would be 1 Reserve the meeting room impossible. Instead, you break the 2 Order the marketing materials project down into smaller tasks, 3 Brief the managers creating a work breakdown 4 Send out customer emails structure (WBS). The first step in 5 Burn sample DVDs creating a WBS is to list all the 6 Load the new software tasks 7 Do a dress rehearsal LISTING OF TASK 1. If the tasks given is in a document format, the first thing ESTIMATING TASK DURATION you need to do is to highlight the individual tasks. Making tasks come out more clearly by adding bullets. a. Task duration can be hours, 2. Next step, number the task and create a table but with days, or weeks — depending on columns for task number, description, and 11predecessor the project. Because the tasks. following example uses days, the units of measurement are called The weight can vary, but a common person-days. Continuation. approach is to use a ratio of B=1, P=4, and W=1. 12 person-day - represents the work that (𝐵 + 4𝑃 + 𝑊) one person can complete in one day. FORMULA: 6 NOTE: In performing different For example, a project manager might estimate that a file- task, each person has different conversion task could be completed in as few as 20 days or could take as many as 34 days, but most likely will require 24 days. Using the duration to completion. formula, the expected task duration is 25 days, calculated as follows: b. Project managers often use a 20 days - best-case estimate (B) weighted formula for estimating 34 days - worst-case estimate (W) the duration of each task. 24 days - probable case estimate (P) STEPS: (20+(4*24) +34) ÷ 6 1. First makes three time estimates for = 150÷6 = 25 days each task: a. an optimistic, or best-case estimate Factors Affecting Duration (B), a probable-case estimate (P), and When developing duration estimates, project managers pessimistic, or worst-case estimate consider four factors: (W). 1. Project size 2. Human resources 2. Managers assign weight: the 3. Experience with similar projects 4. Constraints importance value FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Factors Affecting Duration DISPLAYING THE WORK 1 Project Size - To develop accurate estimates, a project BREAKDOWN STRUCTURE manager must identify all project tasks, from initial fact- finding to system implementation. In developing an estimate, If you are managing a complex project the project manager must allow time for meetings, project with many tasks, you can use task groups, reviews, training, and any other factors that could affect the just as you would in a Gantt chart, to productivity of the development team. simplify the list 2. Human Resources - A project manager must assemble and guide a development team that has the skills and experience to handle the project. Because of the high demand for skilled IT experts, firms must work hard to attract and retain the talent they need. If more system analysts or programmers are needed in a company, they must be hired, trained, and placed into service within a certain amount of time. 3. Experience with similar projects - A project manager can develop time and cost estimates based on the resources used for similar, previously developed information systems. 4. Constraints - The term constraint refers to a condition, restriction or requirement that the system must satisfy. Project manager must define system requirements that can be achieved Task durations have been added, and the WBS is realistically within the required constraints. The term constraint complete except for predecessor task information. refers to a condition, restriction or requirement that the system The predecessor tasks will determine task patterns must satisfy. For example, a constraint might involve and sequence of performance. maximum for one or more resources, such as time, dollars or people. Project managers typically perform four activities, or functions: planning, scheduling, monitoring, and reporting. 3 key steps in planning: 1) Create a Work Breakdown Structure (WBS) 2) Identify task patterns 3) Determine Critical Path STEP 1: Create a WBS GANTT Chart and PERT chart Identifying task in WBS - Listing of Task (Narrative, Highlighted, Numbered/Bulleted, Tabulated) Estimating Task Duration (𝑩 + 𝟒𝑷 + 𝑾) - Formula: 𝟔 Factors affecting Task Duration: Project Size, Human Resources, Experience with Similar Projects, and Constraints Displaying the Work Breakdown Structure NEXT!  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Tasks in a work breakdown structure must be arranged in a logical sequence called a task pattern. In any project, large or small, tasks depend on each other and must be performed in a sequence Each section of the task box contains important information about the task, including the Task Name, Task ID, Task Duration, Start Day/Date, and Finish Day/Date. 13TASK What Are the Main Types of Task Patterns? NAME - should be brief and descriptive, but it does not have to be A project is based on a pattern of tasks. In a large project the overall unique in the project. pattern would be quite complex, but it can be broken down into three 14TASK ID - can be a number or code that basic patterns: dependent tasks, multiple successor tasks, and multiple predecessor tasks. provides unique identification. 15TASK DURATION - The duration is 1. DEPENDENT TASKS - When tasks must be completed one the amount of time it will take to complete after another. They are called dependent tasks, because one a task. All tasks must use the same time depends on the other. units which can be hours, days, weeks, or months, depending on the project. An actual project starts on a specific date, but can also be measured from a point in time, such as Day 1. 16START DAY/DATE - the time that a task is scheduled to begin. o This example of a dependent task shows that the finish time of 17FINISH DAY/DATE- the time that a Task 1, Day 5, controls the start date of Task 2, which is Day 6. task is scheduled to be completed. To 2. MULTIPLE SUCCESSOR TASKS - When several tasks can calculate the finish day or date, you add start at the same time, each is called a concurrent task. Often, two or the duration to the start day or date. When more concurrent tasks depend on a single prior task, which is called you do this, you must be very careful not a predecessor task. In this situation, each concurrent task is called a to add too many days. successor task. This example of multiple successor tasks shows that the finish time for Task 1 determines the start time for both Tasks 2 and 3. FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A 3. MULTIPLE PREDECESSOR TASKS - Suppose that a task requires two or more prior tasks to be completed before it can start. Since the two tasks might ? not finish at the same time, the longest (latest) When several task patterns combine, you must predecessor task becomes the controlling factor. study the facts very carefully to understand the Therefore, the start time for a successor task must be the logic and sequence. A project schedule will not latest (largest) finish time for any of its preceding tasks. be accurate if the underlying task pattern is incorrect. DEPENDENT TASKS - Perform Task 1. When Task 1 is complete, perform Task 2. DEPENDENT TASKS AND MULTIPLE SUCCESSOR TASKS - Perform Task 1. When Task 1 is complete, perform Task 2. When Task 2 is finished, start two tasks: o This example of multiple predecessor tasks shows Task 3 and Task 4. When Task 3 is complete, that the start time for a successor task must be the start two more tasks: Task 5 and Task 6. latest (largest) finish time for any of its preceding tasks. In the example shown, Task 1 ends on Day 15, while Task 2 ends on Day 5, so Task 1 controls the start time for Task 3. 3 key steps in planning 1. Create a Work Breakdown DEPENDENT TASKS, MULTIPLE Structure (WBS) SUCCESSOR TASKS, AND MULTIPLE PREDECESSOR TASKS Perform Task 1. 2) Identify task patterns When Task 1 is complete, perform Task 2. 3) Determine Critical Path When Task 2 is finished, start two Tasks: Task 3 and Task 4. When Task 3 is complete, start STEP 2: IDENTIFY TASK PATTERN two more tasks: Task 5 and Task 6. When Tasks - Task that must be performed in sequence 5 and 6 are done, start Task 7. Then, when Tasks 4 and 7 are finished, perform Task 8. 3 Main Types: 1. Dependent Task 2. Multiple - successor tasks, and 3. Multiple- predecessor tasks  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A 18Critical path - is a series of tasks which, if delayed, would affect the completion date Task patterns determine the order in which the tasks are of the overall project. If any task on the performed. Once the task sequence has been defined, a project critical path falls behind schedule, the entire manager can schedule the tasks and calculate the critical path. project will be delayed Project managers always must be aware of the critical path, so they can respond quickly to keep the project on track. Microsoft Project and other project management software can highlight the series of tasks that form the critical path. 1. First, you should review the task patterns 2. The next step is to determine start and finish dates, which will determine the critical path for the project 2. Now the analyst has entered the start and finish times, using the rules explained in this section. Notice that the overall 1. Example of a PERT/CPM chart project has a duration of 95 days. with five tasks. Task 2 is a dependent task that has multiple successor tasks. Task 5 has multiple predecessor tasks. In this figure, the analyst has arranged the tasks and entered task names, IDs, and durations. Task 1 starts on Day 1 and has a duration of 10 days, so the finish date is Day 10. Recall that the critical path is a series o Task 2, which is dependent on Task 1, can start on of tasks which, if delayed, would affect the Day 11 — the day after Task 1 ends. With a final completion date of the overall project. In duration of 30 days, Task 2 will end on Day 40. this example, Tasks 1 and 2 are the first tasks o Tasks 3 and 4 are multiple successor tasks that can on the critical path. Now look at Task 5, which start after Task 2 is done. Task 2 ends on Day 40, cannot start until both Tasks 3 and 4 are done. so Tasks 3 and 4 both can start on Day 41. Task 3 In this case, Task 4 is the controlling factor, has a duration of 5 days, and will end on Day 45. because Task 4 finishes on Day 65, which is o Task 4 has a duration of 25 days, and will not end 20 days later than Task 3, which is completed until Day 65. on Day 45. Therefore, the start date for Task 5 o Task 5 depends on Tasks 3 and 4, which are is determined by the finish date for Task 4. In multiple predecessors. contrast, Task 3 has slack time, and could be Because Task 5 depends on both tasks, it cannot start until delayed up to 20 days without affecting Task the later of the two tasks is complete. In this example, 5. 13Slack time is the amount of time that the Task 3 ends earlier, but Task 4 will not be completed until task could be late without pushing back the Day 65, so Task 5 cannot start until Day 66. completion date of the entire project. FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Regardless of whether the project was planned Members of the project team regularly report their and scheduled with project management software or in progress to the project manager, who in turn reports to some other manner, the project manager must keep management and users. track of the tasks and progress of team members, compare actual progress with the project plan, verify Project Status Meetings the completion of project milestones, and set standards Project managers schedule regular and ensure that they are followed. meetings to update the team and discuss Monitoring and Control Techniques project status, issues, problems, and opportunities. - To help ensure that quality standards are met, The sessions give team members an Project managers many project managers institute 18structured opportunity to share information, schedule regular meetings to update walk-throughs. discuss common problems, and the project team and discuss project explain new techniques. The meetings status, issues, 18 Structured walk-through - is a review of a project also give the project manager an problems, and opportunities. team member’s work by other members of the team. opportunity to seek input and conduct brainstorming sessions. - take place throughout the SDLC and are called design reviews, code reviews, or testing Members of the project team regularly report their progress to the project reviews, depending on the phase in which they manager, who in turn reports to occur. management & users. Maintaining a Schedule - By monitoring and controlling the work, the project manager tries to anticipate problems, avoid them or minimize their impact, identify potential solutions, and select the best way to solve the problem. - The better the original plan, the easier it will Project Status Reports be to control the project. - A project that is planned and scheduled with - A project manager must report regularly to his or PERT/CPM can be tracked and controlled her immediate supervisor, upper management, and using these same techniques. As work users continues, the project manager revises the - Gantt charts often are included in progress plan to record actual times for completed reports to show project status graphically. tasks and revises times for tasks that are not - When you report the situation, you also yet finished. should explain what you are doing to handle - Project managers spend most of their time and monitor the problem. If you believe the tracking the tasks along the critical path, situation is beyond your control, you might because delays in those tasks have the want to suggest possible actions that greatest potential to delay or jeopardize the management can take to resolve the situation. project. Most managers recognize that problems do occur on most projects; it is better to alert management sooner rather than later.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A PERT/CPM EXAMPLE As you observe that each You construct a PERT/ CPM chart task has an ID, description, duration, from this task list in a two-step and may require certain tasks to be process: completed before it starts. These dependent tasks can have one or Step 1: Create the work more predecessors. breakdown structure 19PERT CHART - a visual 1. Identify Tasks 2. Determine Task representation of a project's tasks - Dependencies: Determine and their dependencies. It helps which tasks rely on others being project managers schedule, plan, completed before they can start. and manage complex projects. This creates task dependencies. 3. Enter Task Name: Additionally, there are three crucial rules to bear For each task, enter the following: in mind as you proceed Task Name: A brief and descriptive name for the task. Once you've 1. If a successor task has more than one Task ID: A unique identifier for inputted all start predecessor task, use the latest finish time each task and finish times, of the predecessor tasks to determine the start time you'll find that the Task Duration: Estimate how long for the successor task. project's completi it will take to complete the task. on date is Day 2. If a predecessor task has more than one 155. Tasks 1, 2, 4, Step 2: Enter Start and Finish successor task, use the predecessor task’s finish 6, 9, and 11 make Times time to determine the start time for all successor up the critical path, tasks highlighted by the You enter the start and finish times red arrows. by applying the guidelines in this 3. As you move forward, simply add the task section. duration to its start time to find and record its finish time. Ensure you don't add extra days by mistake. For instance, if a task begins on Day 10 and lasts For Example: for 5 days, its finish time is Day 14, not Day 15. Task Duration: Start by noting the duration of each task. If Task 1 takes one day, you know it finishes on Day 1. Successor Tasks: Identify the tasks that come after the first one (in this case, Tasks 2 and 3) and start them on the day after the previous task finishes. So, Tasks 2 and 3 start on Day 2. Finish Times: Determine the finish time of each task by adding its duration to its start time. For Task 1, it's Day 1. For Tasks 2 and 3, it's Day 2.  FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A 3. Analyze the risks. This is usually a two-step Every IT project involves risks that systems analysts and this process: Qualitative analysis and project managers must address. Quantitative analysis. A 21risk is an event that could affect the project negatively. Qualitative risk analysis evaluates each 22 Risk management is the process of identifying, risk by estimating the probability that it will analyzing, anticipating, and monitoring risks to minimize their impact on the project. occur and the degree of impact. This tool can help a project manager focus on the Steps in Risk Management (3) most critical areas, where risk probability The first step in risk management is to develop a specific plan. and potential impact are high. 1. Develop a risk management plan - should define project roles and responsibilities, risk management methods and procedures, categories of risks, and contingency plans; it should also include a review of the project’s scope, stakeholders, budget, schedule, and any other internal or external factors that might affect the project. 2. Identify the risks - lists each risk and assesses the likelihood that it could affect the project. The details would depend on the specific project, but most lists would include a means of This tool can help a project manager focus identification, and a brief description of the risk, what might cause on the most critical areas, where risk probability and potential impact are high. it to occur, who would be responsible for responding, and the FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A Quantitative risk analysis serves to understand the actual impact in terms of dollars, time, project scope, or quality. It can involve a modeling process called what-if analysis, which allows a project manager to vary one or more element(s) in a model Risk management software (like CONTROL) is an integrated to measure the effect on other elements. solution for corporate management. - Create a risk response plan. A risk response plan is a proactive effort to https://blog.vantagecircle.com/effectivemanagement/?fbclid= Hz0y4 anticipate a risk and describe an action plan to deal with it. An effective risk response Most project management software includes plan can reduce the overall impact by powerful features that allow a project manager to triggering timely and appropriate action. assign specific dates as constraints, align task - Monitor risks. Monitoring risks is dependencies, note external factors that might affect a task, track progress, and display tasks that are behind ongoing throughout the risk management schedule. process. It is important to conduct a Microsoft Project Server 2010 - has a built- continuous tracking process that can in risk management capability that can be used for identify new risks, notice changes in large, corporate-wide projects. Microsoft’s risk management model includes the following factors: existing risks, and update any other areas Probability, which represents the likelihood that of the risk management plan. the risk will happen, expressed as a percentage Impact, which indicates the degree of adverse effect should the risk occur, on a scale of 1 to 10 RISK MANAGEMENT Cost, which indicates the potential financial - impact of the risk is the process of identifying, analyzing, anticipating, and monitoring risks to minimize Category, which specifies the risk type their impact on the project. Description, which specifies the nature of the risk STEPS: Mitigation plan, which identifies plans to control 1. Develop a risk management plan or limit the risk 2. Identify the risks Contingency plan, which specifies actions to be 3. Analyze the risks taken if the risk occurs Trigger, which identifies a condition that would initiate the contingency plan FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A To be successful, an information system must satisfy business requirements, stay within budget, be completed on time, and — most important of all — be Project management is a challenging task. managed effectively. Project managers must be alert, technically competent, and highly resourceful. They also Business Issues must be good communicators with strong - The major objective of every system is to human resource skills. provide a solution to a business problem or When problems occur, the project manager’s opportunity. If the system does not do this, then ability to handle the situation becomes the it is a failure — regardless of positive reaction critical factor. from users, acceptable budget performance, or Sometimes, when a project experiences timely delivery. delays or cost overruns, the system still can be - Systems also fail because of changes in the delivered on time and within budget if several organization’s culture, funding, or objectives less critical requirements are trimmed. The system can be delivered to satisfy the most Budget Issues necessary requirements, and additional Cost overruns typically result from one or more of the features can be added later as a part of a following: maintenance or enhancement project. If a project is in trouble because of a lack of Unrealistic estimates that are too optimistic or resources or organizational support, based on incomplete information management might be willing to give the Failure to develop an accurate forecast that project more commitment and higher priority. considers all costs over the life of the project In some situations, adding more people to a project actually might increase the time Poor monitoring of progress and slow response to necessary to complete the project because of early warning signs of problems a principle called Brooks’ Law. Schedule delays due to factors that were not foreseen Human resource issues, including turnover, inadequate training, and motivation. When a complex project is Schedule Issues successful, the Problems with timetables and project milestones can project manager indicate a failure to recognize task dependencies, has a right to be confusion between effort and progress, poor monitoring proud. and control methods, personality conflicts among team members, or turnover of project personnel. The failure of an IT project also can be caused by poor project management techniques. FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A STEP 2: Identify Task Patterns SUMMARY - Task that must be performed in sequence 3 key steps in planning: 1) Create a Work 3 Main Types: Breakdown Structure (WBS) 2) Identify task 1. Dependent Task patterns 3) Determine Critical Path 2. Multiple - successor tasks, and STEP 1: Create a WBS GANTT Chart and PERT chart 3. Multiple- predecessor tasks Identifying task in WBS STEP 3: Determine Critical Path - Listing of Task Estimating Task Duration is a series of tasks which, if delayed, would affect the final (𝑩 + 𝟒𝑷 + 𝑾) ⁄ completion date of the overall project - Formula: 𝟔 Factors affecting Task Duration: Project 1. First, you should review the task patterns Size, Human Resources, Experience with 2. The next step is to determine start and finish dates, Similar Projects, and Constraints which will determine the critical path for the project. Displaying the Work Breakdown Structure Gantt chart is a horizontal bar chart that represents a set of Project management focuses on planning and tasks. The position of the bar shows the planned starting and organizing a project and its resources. A ending time of each task, and the length of the bar indicates its successful project must be completed on time, duration. It also can simplify a complex project by combining within budget, and deliver a quality product several activities into a task group. that satisfies users and meets requirements. Program Evaluation Review Technique (PERT) chart is that technique of project management which is used to manage Project manager can develop time and cost uncertain activities of any project. estimates based on the resources used for similar, previously developed information A critical path is a series of tasks which, if delayed, would systems. They must be aware of the critical affect the completion date of the overall project. If any task on path, so they can respond quickly to keep the the critical path falls behind schedule, the entire project will be project on track. delayed. Risk Management, every IT project involves risks that Microsoft Project and other project systems analysts and project managers must address. A risk is management software can highlight the series an event that could affect the project negatively. Risk of tasks that form the critical path. management is the process of identifying, analyzing, anticipating, and monitoring risks to minimize their impact on A work breakdown structure (WBS) involves the project. breaking a project down into a series of smaller tasks. A task, or activity, is any work that has RISK MANAGEMENT a beginning and an end and requires the use of - is the process of identifying, analyzing, anticipating, and company resources such as people, time, or monitoring risks to minimize their impact on the project. money. In addition to tasks, every project has events, or mile-stones. An event, or STEPS: milestone, is a recognizable reference point 1. Develop a risk management plan that you can use to monitor progress. 2. Identify the risks 3. Analyze the risks FINAL TERM: CHAPTER 4 - PROJECT MANAGEMENT BSAIS 3A